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Chapter 5 5-2 ATP 2-33.4 18 August 2014 SECTION I – DEVELOPING SITUATIONAL UNDERSTANDING AND CONCLUSIONS 5-3. These techniques aid in developing new ideas and analogical reasoning, determining capabilities and limitations, increasing understanding of a situation, and forming conclusions in support of mission command. A group or team using these analytic techniques is usually more effective than a single analyst because this technique stimulates learning and new ideas. BRAINSTORMING 5-4. Brainstorming is a widely used technique for stimulating new thinking, and it can be applied to virtually all the other structured analysis techniques as an aid to thinking. Typically, analysts will brainstorm when they begin a project to help generate a range of hypotheses about their issue. FACTS 5-5. Brainstorming, almost by definition, involves a group of analysts meeting to discuss a common challenge. A modest investment of time at the beginning or critical points of a project can take advantage of the group’s different perspectives to help structure a problem. This group process allows others to build on an initial idea suggested by a member of the brainstorming session. 5-6. An individual analyst also can brainstorm to produce a wider range of ideas than a group might generate, without regard for other analysts’ egos, opinions, or objections. However, an individual will not have the benefit of others’ perspectives to help develop the ideas as fully. Moreover, an individual may have difficulty breaking free of personal cognitive biases without the benefit of a diverse group. 5-7. This technique can maximize creativity in the thinking process, force analysts to step outside their normal analytic mindsets, and suspend their limited perspectives about the practicality of ideas or approaches. Generally, brainstorming allows analysts to see a wider range of factors that might bear on the topic than they would otherwise consider. Analysts typically censor ideas that seem farfetched, poorly sourced, or seemingly irrelevant to the question at hand. 5-8. Brainstorming gives permission to think more radically or “outside the box.” In particular, brainstorming can spark new ideas, ensure a comprehensive look at a problem or issues, raise unknowns, and prevent premature consensus around a single hypothesis. THE METHOD 5-9. Brainstorming should be a very structured process to be most productive. An unconstrained, informal discussion might produce some interesting ideas, but usually a more systematic process is the most effective way to break down mindsets and produce new insights. In particular, the process involves a divergent thinking phase to generate and collect new ideas and insights, followed by a convergent phase in which ideas are grouped and organized around key concepts. Some of the simple rules to be followed include—  Never censor an analyst’s ideas no matter how unconventional they might sound.  Find out what prompted the thought, as it might contain the seeds of an important connection between the topic and an unstated assumption.  Allow enough time to do brainstorming correctly. It usually takes one hour to set the “rules of the game,” get the group comfortable, and exhaust the conventional wisdom on the topic. Only then will the truly creative ideas begin to emerge.  Involve at least one outsider in the process; that is, someone who does not share the same educational background, culture, technical knowledge, or mindset as the core group but is familiar with the topic.